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The ROI of Multiple Small Releases

In a few minutes how do you explain the benefits of multiple incremental releases to someone new to this agile mindset?  I'm convinced that if I try to use words (which is typically the case when caught in a hallway conversation) or even words and a few quick sketches - I will not do justice to the complex concept.  Why?  Because this concept deals with multiple what if scenarios that play out in long timeframes with little feedback.

So needing to have this conversation today, I had the time to do a search for some help.  And I found this wonderful article and video with a voice over explanation.

Business Benefits of Software Release in Multiple Increments

And there is an interactive Wolfram graphic you can play with yourself.


Now with this link and the video explanation (done with a german accent I think, gives it real authority) - I can solve the problem of coming to that shared understanding.

Understanding the Iterative Incremental approach

I've also found it very difficult to express the true depth of the meaning of the phrase Iterative and Incremental.  Many people confuse these terms for each other - yet they have very distinct meaning in software development.  When combined into an synchronistic term the mean compounds exponentially.  I've yet to be able to explain this phenomenon to my audiences satisfaction, so let me point you to others that will do much better.

The first is Jeff Patton's article Don’t Know What I Want, But I Know How to Get It - Why knowing what you want in agile development may be an impediment to getting it.  The next is Steven Thomas' iteration upon Jeff's attempt, titled Revisiting the Iterative Incremental Mona Lisa.  And he illustrated this article with a riff upon Jeff's Mona Lisa images which I believe were derived from some famous artist, Banksy I think.
Drawing Mona Lisa Iteratively and Incrementally

Now add to that the enlightenment that Joanna Rothman describes in her article Iterations and Increments:
"Iterative approaches do refine the feature as you proceed. Incremental approaches allow you to release something (which you may have refined or not). I like both." 
"Iterative approaches manage technical risk. Incremental approaches manage schedule risk. Agile, which uses both iterative and incremental approaches manage both technical and schedule risk."
Now, I've watched as an artist creates a fine art portrait such as the Mona Lisa.... and all three of these Agile experts are just wrong.  Neither the iterative nor the incremental nor the iterative and incremental process is how Mark Stevenson paints.  It is better described as magic.  I suggest you go watch a master at any creative endeavor work... it cannot be easily explained by a methodologist.  Perhaps that's were we are going wrong...

See Also:

When you come to a fork in the road, take it - Probabilistic Decision Making by Larry Maccherone

Feedback Loops and "Done" by John Cutler



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David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

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What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

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Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

What is your Engagement Model?

What must an Agile Transformation initiative have to be reasonably assured of success?

We "change agents" or Agilist, or Organizational Development peeps, or Trouble Makers, or Agile Coaches have been at this for nearly two decades now... one would think we have some idea of the prerequisites for one of these Transformations to actually occur.  Wonder if eight Agile Coaches in a group could come up with ONE list of necessary and sufficient conditions - an interesting experiment.  Will that list contain an "engagement model"?  I venture to assert that it will not.  When asked very few Agile Coaches, thought leaders, and change agents mention much about employee engagement in their plans, models, and "frameworks".  Stop and ask yourselves ... why?

Now good Organizational Development peeps know this is crucial, so I purposely omitted them from that list to query.

One, central very important aspect of your Agile Transformation will be your Engagement model.  

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Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



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What metrics do you collect to analyze your scrum team?

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What if …